Leadership-and-Management.doc

The concept of Leadership and ManagementSam Leung Kin YipAbstractDiscuss the definition of leadership and management, the leadership and management skill and roles of leader and manager. Concludes the leadership and management are important aspects to keep an organization groups to achieve its existing objectives or new version. IntroductionThere are many researches or studies of the leadership and management found in the text books, journals and articles and many experts defined the leadership and management, for example: Scott E. Druillard and Brian H. Kleiner1996 “good leadership has a moral foundation as proved by specific core attributes necessary to be a good leader and the characteristics of a good leader listed under more than one of the attributes: communicative, integrity, genuine interest to others, rewards and recognizes achievement, team orientation, visionary and idea-oriented, decisiveness and responsibility and competence.” Mullins2010 defines “leadership is a relationship through which one person influences the behavior or actions of others people.” Northouse2004 defines “ leadership is a process whereby an individual influences a group of individuals to achieve a common goal”. The examples for the definition of management are Koontz and Weihrich 1990 “management is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims.” Mullins 2007“Management is a process common to all other functions carried out within the organization and is essentially an integrating activity.” There have produced many theories for the leadership involves: traits theory, functional theory, behavior theory, style theory, Path Goal theory, contingency theory as well as for the management includes: classical approach, human relations approach and system approach. The leadership and management skill, leadership style and the roles of leader and manger are to be discussed with an example of real leader in the world.Leadership and managementWhat is the difference between the leadership and management? It is a question asked by many people and answered in different ways. Leadership is focusing on influence aspects, particularly with respect to longer term objectives and provides long term vision and direction for the organization. Management is more emphasis on coordinating, planning, dealing with short term problems and achieving short term objectives and achieves objectives within the systems and structures already established within the organization. For examples: Ward n.d 1990 “Leadership is known as the ability of inspiring a group of people to operate towards a common objective in a method that wholly esteems their freedom. It is a strong connection of personal qualities and aptitude to think and perform as a leader, a character who administrates the activities of other for the benefit of all.” Reh F.J. n.d.2009 “Management is well-known as both art and science. An art for causing people to be more productive than they would be in your absence, while the science is the method you accomplish that. The individual to whom this management role is allocated is known as manager, and normally he or she accomplish the aims through the main functions which are planning, organizing, directing and monitoring.”Leadership and management skillThe management consultant Peter F. Drucker makes this statement “Management is doing the things right, leadership is doing the right things.” The leadership skill is defined by Dalrymple et al 2004which involves- Intuition: the ability to anticipate change and take risk.- Empowerment: the leaders ability to share with others by involving them in setting objectives and planning.- Value congruence: everyone in the organization is striving for the same business objectives.- Vision: the ability to conceive what may impact a business in the future and what changes are needed for it to prosper.- Self-understanding: it implies a willingness to receive and understanding both positive and negative feedback from others including subordinates,Robert Katz 1955 identified “management skill as conceptual skill, human skill, and technical skill”.- Conceptual skill: the cognitive ability to see the organization as a whole and the relationship among its parts and involves the managers thinking, information processing, and planning abilities.- Human skill: the managers ability to work with and through other people and to work effectively as a group member. This skill is demonstrated in the way a manager relates to other people, including the ability to motivate, facilitate, coordinate, lead, communicate, and resolve conflicts.- Technical skill: the understanding of and proficiency in the performance of specific tasks. Which includes mastery of the methods, techniques, and equipment involved in specific functions such as engineering, manufacturing, or finance as well as specialized knowledge, analytical ability, and the competent use of tools and techniques to solve problems in that specific discipline. They are particularly important at lower organizational levels and deals with things, human skill concerns people, and conceptual skill has to do with ideas.The failure or success of business organization often depends on the qualities of the management and management is the application of planning, organizing, directing, and controlling functions in the most efficient manner possible to accomplish meaningful organizational objectives. The theme of management is that a central person must be by using such skills as decision making, communication and objective setting and coordinate the work activities of others to achieve organizational objectives.Roles of leaders and managerFutrell 1994 said that the leader must create a vision and a mission and then communicate that vision to customers and stakeholders. The leader must make sure the company structure, systems, an processes can all work together to achieve the vision and a leader must process the ability to empower the people working toward the vision. Neilson B2008 mentioned that “the role of a manager and a leader has diverse commitment in a company. A leader embark positive changes in the company in a way setting new vision or method of achieving the optimum productivity while a managers role is to fit into the changes and preserve the state of affair until new changes occurs” The leaders have the followers and the essence of the leaders is to lead the people to change with a long term horizon and set up the direction and seek the vision. They are willing to take risks and responsibility. They facilitate the decision and concern do the right things et cetera. The manager have the subordinates and the essence of the managers is to manage the works stability with a short term horizon and seek the objectives. They are planning, organizing, directing and controlling with the existing roads to make the decision and concern do the things right et cetera.There are many good and successful leaders examples in the world such as: Carly Fiorina at Hewlett - Packard company (HP).From Wikipedia, HP is founded by Bill Hewlett and Dave Packard on January 1,1939. In July 1999, HP named Carly Fiorina chief executive officer as leader. She immediately became a highly visible leader. Her strong capability of strategic decision, visioning and inventing made Fiorina became the first woman to lead a Fortune 20 company and was named one of the thirty most powerfully women in America by Fobes Magazine. Fiorina was known for brand-building and leadership skills.1. Strategic decisionIn early Sept, 2001, in the wake of the bursting of the tech bubble, Fiorina announced the controversial merger with Compaq, a leading competitor in the industry. She made a strategic decision to fight for the merger with strong opposition from the board member. The Compaq merger created the worlds largest personnel computer manufacturer by unit shipped.2. Make sense of the environmentAs the collapse of the dot com bubble, the market environment was moving quickly and changed accelerating, as a great leader, Fiorina discovered the new terrain for HP as the market environment changed. She set up the direction and take risk and responsibility and made the decision to merge the leading competitor Compaq to eliminate the competition in the market.3. Advocacy:She is always clear about her own point of view and trying to influence others of its merits. This ability helps her communicate broad strategies, deep knowledge of operations, visions and instructions clearly to her management team and employees.4. VisioningIn the merger with Compaq, she changed the vision of HP from a stand-alone product/service provider to a company that provides information appliances, highly reliable IT infrastructure and e-service, or to expand HP in a new direction at “Internet speed” and customer orientation. HP became a major player in desktop, laptops and servers for many market. This vision motivate HPs people to change their current view and ways of working, and work hard to reach it. This shared vision enables them to act together, become bound together around a common identity and sense of destiny. This vision also provides them with a sense of meaning about their work and the difference they will make. 5. InventingShe changed the way people work by restructuring HP and also changed her leadership style by using internal Web and message boards to communicate with workers instead of visiting and talking to them in person as the old leadership style. She changed the culture and work habit to make employees be more efficient. She encouraged research to explore new technologies and develop new products. She did the decision-making with inventing. Together with the above initiatives, she developed HPs brand by generating a branding campaign that sent new messages to customers, competitors and industry partners to build a lasting image of the company and brand awareness for its further sustainable development.The traits associated with the leader should be - Drive. Leaders exhibit a high effort level. They have a relatively high desire for achievement, they are ambitious, they have a lot of energy, they are tirelessly persistent in their activities, and they show initiative.- Desire to lead. Leaders have a strong desire to influence and lead others. They demonstrate the willingness to take responsibility.- Honesty and integrity. Leaders build trusting relationships between themselves and followers by being truthful or non-deceitful and by showing high consistency between word and deed.- Self-confidence. Followers look to leaders for an absence of self-doubt. Leaders therefore, need to show self-confidence in order to convince followers of their rightness of goals and decisions.- Intelligence Leaders need to be intelligent enough to gather and interpret large amounts of information, and they need to be able to create visions, solve problems, and make correct decisions.- Job-relevant knowledge. Effective leaders have a high degree of knowledge about the company, industry, and technical matters. In-depth knowledge allows leaders to make well-formed decisions and to understand the implications of those decisions.ConclusionBothleadershipandmanagementareimportantaspectstokeepacompanyororganizationgrowstoachieveitsexistinggoalornewvision.However,thebiggestdifferenceofleadershipandmanagementisthataleadersetsvisionorintroduceschanges and do the right thingswhilethemanageradjustsintothenewvisionandworkintoit and do the things right.The leadership is a skill to be learned and need by the manager. The management skill can be learned and trained in the organization or company. The leader